The food oil facility was under construction and entering the commissioning phase. The company had purchased Maximo as their chosen CMMS and now required a full suite of Maintenance Strategies developing for subsequent upload into Maximo.
A project timeline was developed and agreed upon with the site team and the key steps identified as:
- Project Initiation including training
- Criticality Analysis
- FMECA and Maintenance Strategy development
- Condition Monitoring Assessment
- Site Lubrication Plan
- Maximo Upload Preparation
- Planning and Scheduling Workflow
Data was collected from the OEM’s and entered the FMECA worksheets. The teams onsite then challenged the strategies and provided feedback for any possible improvements.
One of the key elements of the new strategy was to ensure the right type of Condition Monitoring was going to be performed against the critical assets. A survey was performed against the assets to determine which CBM technique was best suited for inclusion into the overall asset strategy.
CBM training was performed for the team and the relevant equipment was purchased for internal use by the team onsite.
Another key area for the site was the ‘Site Lubrication’ plan. One of the site technicians was selected as the owner and subsequently completed the ICML MLA 1 training that supported the site lubrication needs.
With the development the site strategy a planning and scheduling workflow that would support the execution of the strategy was required. This was developed using a Business Process Map that allowed for all the roles and responsibilities within planning to be identified.
The study was completed in 62 days and resulted in the analysis of:
- 262 Equipment Items
- 1961 Failure modes identified
- 1996 maintenance tasks
- 91% of the tasks identified were Inspections (visual, CBM activity)
- 9% of the tasks identified were Preventative (clean, lubricate replace)
- 161 Job Plans
It was recognised that as the plant became operational new data would become available that would help and support further optimisation of the maintenance strategies and regular analysis of failure history would be required.
We requested the services of Gary Tyne of Pro-Reliability Solutions to facilitate and lead the implementation of a best in class maintenance and reliability programme at the plant, given it is a single source of supply in the UK and the need to maintain our customer supply chain security throughout the operational year.
Gary took a brand-new team, brand new facility and delivered this best in class programme over a 6-month period. His professionalism, subject knowledge and people skills have added significant value to the start-up of the factory and the development of our new team. He has also managed to do this coming in with very little process and commercial knowledge of our sector.
We would highly recommend Pro-Reliability Solutions for any other businesses considering such an implementation.
Group Operations Director